Leadership, followers' mental health and job performance in organizations: A comprehensive meta‐analysis from an occupational health perspective
verifiedmedium profile · Journal of Organizational Behavior · 2016
Montano, Diego; Reeske, Anna; Franke, Franziska; Hüffmeier, Joachim
How this was studied
A meta-analytic synthesis — it pools many primary studies rather than running a single design, so there is no single-study diagram.
What this article reports
The findings we extracted from this work, normalized into Principia’s relationship form (X → Y). Each feeds the synthesized models below.
Models this article informs
The meta-analytic priors this article contributes evidence to — its place in the broader synthesis.
In the authors’ words
The article’s own abstract.
Summary The present meta‐analysis investigates the associations between leadership, followers' mental health, and job performance by taking into account different groups of leadership constructs including transformational leadership, relations‐oriented leadership, task‐oriented leadership, destructive leadership, and leader–member exchange. Six categories of mental health‐related outcomes are considered representing both negative and positive mental health states of followers, namely, affective symptoms, burnout, stress, well‐being, psychological functioning, and health complaints. Meta‐analytic models are used to estimate the association between these categories of leadership and mental health. Our results reveal that transformational leadership, a high quality of relations‐oriented and task‐oriented leadership behavior, as well as a high quality of leader–follower interaction are positively associated with mental health. In contrast, destructive leadership is strongly negatively associated with mental health. In addition, the mediation effects of leadership on job performance via mental health are estimated. Results partially support the mediating role of mental health concerning the relationship between leadership and job performance. Our results emphasize the importance of leadership as an occupational health factor, and they may serve as basis for the planning and designing of occupational health policies and interventions despite existing research limitations. Copyright © 2016 John Wiley & Sons, Ltd.
What the literature says about it
Attributed, open-access quotes from other works that cite this article, plus the citation-graph verdict tally. Corroborations and disputes, in one place — the honest-broker view.
supports “[23] found negative associations between transformational leadership and burnout, stress, and affective symptoms.”
supports “[41] shows positive health effects, stress reduction and a lower tendency to burnout as well as an increase in well-being as a result of transformational leadership [44] or employee-oriented leadership.”
supports “Further, those findings are mirrored by a recent metaanalysis, in which transformational leadership and LMX showed some of the largest adjusted meta-analytic correlations across all mental health outcomes (affective symptoms, burnout, job stress, well-being, psychological functioning, and health complaints; Montano et al., 2017).”
supports “Furthermore, transformational leadership was associated with decreased follower negative mental health state (i.e. burnout, stress, health complaints, and maladaptive affective symptoms such as anger, anxiety, depression, frustration) (Montano et al. 2017).”
Ancillary research
Neighbouring works in the citation graph around this article.
- 10.3390/ijerph19138189
- 10.1186/s12889-023-15014-1
- 10.1177/15480518221114854
- 10.1080/13678868.2022.2135938
Assembled from Principia’s registry — bibliographic record, extracted effect sizes, the models they inform, and open-access citing literature.